The Impact of Training and Development on Effective Performance of Workers in the Public Sector
CHAPTER ONE
OBJECTIVES OF THE STUDY
This research work was carried out to find out The impact of training and development on effective performance of workers in the public sector. The study was aimed at:
- To ascertain the impact of staff training and development on employees performance.
- To provide information on the benefits of staff training and development.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter discussed training and development concepts and definitions, organization’s need for training and development, identification of training needs, training and transfer of training, training policy, performance appraisal and training and development, training techniques (methods) used, evaluation of training and development and finally benefits of training and development.
Concepts and Definitions
Well trained employees are key to a business’ success. It has been shown that the most successful and productive employees are those who have received extensive training and development. These groups of employees can be described as the “cream of the crop” that often has the strongest stake in an organization’s future.
According to Dessler (2008), even when employees are carefully selected, it does not still guarantee totally acceptable performance from the employees. This is because while the potential of an employee to perform is one thing, performing is another and therefore an employee with a high potential to perform may not still perform his job if he does not go through training and development. This is why training of newly employed starts with organizational orientation.
Cole (2004), postulates that human resources are the most dynamic of all the organization’s resources and therefore they need considerable attention from the organization’s management, if the it human resource are to realize their full potential in their work.
Training and development activities just as most other activities in an organization depended on the policies and strategies of the organization. An organization with a well organized training would refer to it as “systematic training” which is why job descriptions are inevitable during the recruitment and selection process. Further more, in establishing what training and development needs an organization has must start with a job description and later performance appraisal.
CHAPTER THREE
RESEARCH METHODOLOGY
This chapter on research methodology took a look at the research design, population, sampling technique, sampling size, data collection procedure and data analysis.
Research Design
The design that was considered for the research was survey. The case study approach that was adopted took place at University of Abuja. The case study method was chosen because; case study is suitable for practical problems. It is often seen as being problem – centered, small scaled and manageable. Again, case study method has the uniqueness ability to use and apply differently a lot of different empirical evidence, Yin (1994). The aim of this research was to identify the extent to which University of Abuja have been using planned and systematic training and development to motivate and improve the performance of its employees and therefore the choice of case study.
Population
The case study focused on senior staff of the University. This was based on the assumption that, this group of employees within the administrative set up were the fulcrum around which all administrative activities in the University revolves. They assume the roles of heads of department and supervisors in the absence of substantive heads of departments and supervisors in the administration of the University, implementing the policies of management and ensuring that work in the University progresses smoothly. The total population of the senior staff in the University of Abuja (including senior staff in academic) is about One Hundred and Fifty Two (152). Therefore the purposive sampling would eliminate from the population those who do not matter in the research (senior staff in academics).
CHAPTER FOUR
DATA ANALYSIS AND DICUSSION OF RESULTS
Introduction
This chapter thoroughly examined and analysed the data gathered on the sampled respondents on the effect of training and development on employees’ performance, motivation, retention and morale in University of Abuja. The findings of this research study and the subsequent evaluation carried out on the responses reflect the key areas of training and development and its challenges on employee performance, motivation, retention and morale. Results of this study have important implications for human resource managers whether they are using effective human resource strategies such as training and development for quality staff performance delivering. Responses from multiple questions in some cases were more than the sample size as respondents had the option to choose more than one answer.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Introduction
This chapter gives a summary of the study with conclusions based upon the results of the study and recommendations for the way forward.
Summary of Findings
This research examined the effect of training and development on employees’ performance, motivation, retention and morale, a case of University of Abuja. The research had the objectives to find out how training and development of employees contribute to the achievement of the goals of the University. Again it found out whether there were organizational issues that constrain training and development in the University. Further more it investigated how training and development needs of employees were determined.
To achieve these objectives a sample of 50 senior staff were selected and questionnaire were administered. This was further supported with an interview of the rector, registrar and finance officer of the University. The study revealed the following interesting findings:
Firstly total respondents representing 100% indicated that training and development contributed to achieving effectiveness and efficiency of University of Abuja goals. Additionally this same percentage mentioned that training and development has traditionally been used to ensure that, the right person is in the right job at the right time. Again the total respondents representing 100% said that there were organizational issues constraining training and development at University of Abuja.
Further more, 60% of the sampled employees admitted that, impact of training on their work performance was excellent. They indicated also that, training content was relevant to achieving their personal needs, goals and self development. Below are the summary of findings itemised:
- A large number (60%) of the sampled employees admitted that impact of training on their work performance was excellent.
- The study also revealed the training content was relevant to achieving their personal needs, goals and self development.
- Total respondents representing 100% all indicated that training and development contributed to achieving effectiveness and efficiency of University of Abujagoals.
- Regarding analysis on the organizational issues constraining training and development at University of Abuja, total respondents representing 100% indicated that there were organizational issues constraining training and development at A Poly.
- The research also revealed that 40% indicated that the lack of top management support for the training and development at University of Abujawas the main organizational issue, 20% said employees failure to understand the training needs of University of Abuja whilst 10% said inability to gain the understanding and acceptance of employees.
- A large percentage (50%) of the respondents mentioned a development strategy and system that grows the technical, core and leadership competencies which accelerate University of Abuja’s performance was the current training and development strategy which has influenced the achievement of University of Abujagoals.
- All the 50 respondents representing 100% mentioned that that training and development has traditionally been used to ensure that the right person is in the right job at the right time.
Conclusions
Based on the results of the study, it became clear that training and development strategy was a haphazardly carried out activity at University of Abuja. Although the respondents were aware of the various aspects of training and development, there was no strategic framework in place as the basis for an operational plan for the training and development strategy even though all respondents indicated that training and development was part of the strategic business plan process of University of Abuja.
Furthermore, it can be concluded that clear human resource management in general, and training and development in particular at University of Abuja, should become more closely tied to the needs and strategies of University of Abuja. As this occurs, training and development at University of Abuja will be the thread that ties together all other activities and integrates these with the rest of the departments.
It became clear from respondents that the major organizational issue constraining training and development at University of Abuja was lack of top management support for the training and development programs. Therefore University of Abuja in its attempt to enhance employee performance, motivation, retention, and morale competition must endeavour to ensure effective training and development strategies across all departments.
Recommendations
Based on the findings and conclusions, the following recommendations are outlined for addressing challenges identified as well as ways of improving training and development at University of Abuja:
- Training and development should be seen not only as the thread that ties together all human resource practices, but also as the instrument for establishing and signalling when and how work practices should change. In other words, employees of University of Abuja should take on the role of organizational change agents (Beer & Walton, 1987). To be effective in this role, the HR manager will need to create a framework for making HR decisions based on University of Abuja vision and strategic plan.
- In order to position University of Abujafor success, management must empower departments in the various branches to engage in training and development.
- Some key examples of how departments can plan for the future training and development must be outlined in a document and should be used to help mitigate any negative impacts as a result of demographics, University of Abujas priorities and competency requirements. The documents can also help ensure that University of Abujadepartments have what they need to get the job done, and that there is efficient matching of skills and competencies to departmental tasks, requirements and outcomes.
- To better compete in the global market, University of Abujawill need to create and implement corporate strategies to promote itself as a “preferred employer” – investing in progressive HR policies and programs with the goal of building a high-performing organization of engaged people, and fostering and creating a work environment where people want to work, not where they have to work.
- Retention and attraction in today’s changing labour market requires University of Abuja to look at the key drivers that are important to it and potential employees. Examples of these include offering employees:
- Diversified and Challenging Work
- An Attractive Compensation Package (not just salary)
- Advancement Opportunities
- Access to Continuous Learning
- Opportunities for Personal and Professional Growth
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